Book detail: 12 CIO Personas: The Digital CIO's Situational Leadership Practices is presented as a focused source page for quotations connected with this book, collection, transcript, or source record.
Browse quotes from 12 CIO Personas: The Digital CIO's Situational Leadership Practices.
The quotes below use the same card format as the rest of the site, including topics, source notes, copy actions, image creation, and sharing controls.
Read more
“Information by itself is meaningless until it’s interpreted and analyzed to capture insight and harness innovation.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Information Management is to make sure that the right information is shared with the right persons at the right time in the right place.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Well-designed and relatively simplified information/knowledge solutions bound to unlock the enterprise knowledge, to turn a downward spiral into an upward spiral.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“The value of information management is never for its own sake, but to provide insight and make a leap of innovation.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Information-based problem-solving is about how to capture information-based insight and foresight in making right business decisions timely and solving problems effectively.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“IT acts more as a conductor than a constructor for “doing more with innovation,” to conduct an information-mature, customer-centric digital organization.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“The goal to run a nonstop and real-time digital IT organization is to create business synergy and achieve digital synchronization of the entire organization.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“A high-mature organization always looks for opportunities across the business to increase the usage of emergent digital technologies accordingly and charter the digital paradigm shift seamlessly.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Digital management is responsible for designing, enabling, and enforcing a collaborative, innovative, intelligent, inspiring and inclusive working environment.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Only by putting all fresh views out there to provoke “diversity of thought,” can IT possibly enact or act as a catalyst for change.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“The quality check of IT management is to ensure IT is the enabler and even a game-changer of the digital transformation.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Modern CIOs as “Chief Interaction Officers,” can master how to well manage different dimensions of relationship to improve leadership effectiveness.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Outside-in IT performance perspectives and outcome-based measurement practices are important to improve IT maturity and focus on the performance of the entire organization.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Measure the CIO’s success on value creation, and you’ll get the kind of performance you need out of IT.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Performance metrics are number in context, results related to the strategic goals of the business.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Hard business assets keep the organization lights on, and soft assets of the organization enable the business to unlock its potential.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“CIOs should be at the table helping the board and executive colleagues maximize ROI and competitive advantage.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Innovation is an important business capability to catalyze the business’s long-term prosperity.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“The digital CIOs have to wear different colors of hats and master multiple leadership personas and management roles effortlessly.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“CIOs need to leverage different conversations tyles to construct the collaborative vision and deliver high performance IT result.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Applying the right procedures and policies to asset management allows IT to create a realistic budget with few surprises, and keep best practices to adapt to “continuous changes.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Prepare, listen, question, and participate. IT plays a critical role in taking the organization to the next level of digital maturity.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“The insight-driven digital transformation can create synchronization of all functions running seamlessly.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“CIOs are going to prepare for continuous digital disruptions, build changes as an ongoing business capability, and create some capacity to make changes.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“IT continues to grow in importance to organizations, both operationally and as a competitive advantage.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“CIOs need to lead the department with the balanced mindsets, activities, and speed so that every level of the organization has great working relationships with IT teams.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“To Survive the fierce competition and thrive with the long-term business advantage involve more real-time planning, adjustment, and speed.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“The digital CIO role is like the spinal cord for the organization.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“CIOs are fluent in both business language and IT terminology to sure the seamless cross-functional communication without “lost in translation.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“The top leaders such as CIOs have to be fluent in both business and IT dialogues, and switch them back and forth without “lost in translation.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Assessing organizational personality, managing company performance and maximizing business potential are all important digital management scenarios to build the high-mature digital organization.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Running IT as a business begins with understanding the true business needs, strengthens the weak links in the organization, and improves the business top-line business growth.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“A digital CIO has to be a digital visionary, a transformational leader; an empathetic communicator; a good facilitator, a great listener, and an excellent digital game changer.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“CIOs are in the unique position to oversee the business from different angles, they can have the multitude of business views to lead changes and enforce leadership influence.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“High mature CIOs are high influencers through their breadth of business knowledge and the depth of IT insight.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Today’s CIOs have multiple rules to play and take broader leadership responsibilities in transforming their organization.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Everything exists in a constant state of change and knowledge of an evolving thing must evolve with the thing at the faster pace.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Being an innovative CIO means learning fast, being inclusive, embracing multiple viewpoints and taking calculated risks.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Digital CIOs shouldn’t classify creativity and logic as two completely different disciplines; they are interconnected and need to be mixed seamlessly.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“There are quite a lot of components in IT innovation management playbook, and importantly, IT has to walk to talk.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Innovative CIOs with bold leadership styles are the key to re-imagine IT for achieving the art of possible.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Either dealing with innovation dilemmas or handling innovation paradoxes, it is part of innovation management learning curve.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Modern IT has many faces. Understanding the element of art in digital IT is for achieving the art of possible.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Fundamentally, innovation is the state of mind to think and do things from a new angle.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“CIOs need to have an in-depth understanding of the organizational interdependence in order to fine-tune business structures and improve the strategic responsiveness of the business.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“The digital CIOs are mindful, not necessarily over-thinking, but imaginative, inquisitive, and innovative.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“With digital awareness, the CIO can transform from a technology manager to a business-savvy leader; from a hands-on technical manager to a strategic adviser; and from a support-center supervisor to a proactive change agent.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“IT shouldn’t be the afterthought of the business because technology is often the disruptive force.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“CIOs can provide the holistic business insight via effective information management.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“The companies that are working to bridge the insight gap will be the most successful businesses going forward.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices